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Leadership on the Line: Staying Alive through the Dangers of Leading (Hardcover)

by Ronald A Heifetz (Author), Martin Linsky (Author) "Maggie Brooke grew up on a small Native American reservation in which nearly everyone older than twelve drank alcohol ..." (more)

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Product details

Hardcover: 252 pages
Publisher: Harvard Business School Press (1 May 2002)
Language English
ISBN-10: 1578514371
ISBN-13: 978-1578514373
Product Dimensions: 23.6 x 15.5 x 2.5 cm

Average Customer Review: 5.0 out of 5 stars See all reviews (2 customer reviews)

Amazon.co.uk Sales Rank: 140,163 in Books (See Bestsellers in Books)
Popular in this category:
#57 in Books > Business, Finance & Law > Management > Management Skills > Decision Making

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Product Description

Every day, in every facet of our lives, opportunities to lead call out to us. At work and at home, in our local communities and in the global village, the chance to make a difference beckons. Yet often, we hesitate. For all its passion and promise, for all its excitement and rewards, leading is risky, dangerous work.

Why? Because real leadership-the kind that surfaces conflict, challenges long-held beliefs, and demands new ways of doing things-causes pain. And when people feel threatened, they take aim at the person pushing for change. As a result, leaders often get hurt both personally and professionally.

In Leadership on the Line, renowned leadership authorities Ronald A. Heifetz and Marty Linsky marshal a half century of combined teaching and consulting experience to show that it is possible to put ourselves on the line, respond effectively to the risks, and live to celebrate our efforts. With compelling examples including the presidents of countries and the presidents of organizations, everyday managers and prominent activists, politicians and parents, the authors illustrate proven strategies for surviving and thriving amidst the dangers of leading:

· "Getting on the balcony": stepping back to get perspective while remaining fiercely engaged

· "Thinking politically": keeping the opposition close, but watching your allies, too
· "Orchestrating the conflict": using stress productively to work the issues

· "Giving the work back": putting the responsibility on those who need to make the change

· "Holding steady": maintaining your focus while taking the heat

The authors also address often-neglected aspects of leadership, such as how to manage your personal vulnerabilities, and how to anchor yourself and sustain your spirit through tough times.

Both uplifting and practical, this essential book enables each of us to lead courageously and confidently-without losing ourselves.

AUTHORBIO: Ronald A. Heifetz and Marty Linsky are on the faculty at the John F. Kennedy School of Government at Harvard University. Heifetz is the author of Leadership Without Easy Answers and Co-director of the school's Center for Public Leadership. Linsky is Faculty Chair of many of the school's executive programs, including Senior Officials in State and Local Government and Leadership for the 21st Century.

From the Publisher

 Addresses the common ways in which leaders are “taken out of action,” and spells out how leaders should respond to these dangers, emerging in an enlarged, informed, and self-reflective perspective on leadership.
 A probing yet practical book that combines theory and practice, offering leaders ways of anticipating and handling those dangers in order to survive and thrive.
 Outlines practices that can keep you alive as a leader: for example, don’t isolate yourself, distinguish your role in the company from your self; and respect the pains of change.
 Compact and practical format: Will provide a more personal and practial laying-out of the distinctive Heifetz view of leadership than his earlier book.
 Easy to read: Authors use a variety of stories and examples to illustrate points of argument, including observations based on first-hand experience, adding to the air of authority and accessibility.
 Original: Shows how the physical/personal crucially undergirds successful leadership—i.e., that leading change and one’s own “survival” are of equal importance and must be considered together.

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First Sentence
Maggie Brooke grew up on a small Native American reservation in which nearly everyone older than twelve drank alcohol. Read the first page

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	76% buy the item featured on this page: Leadership on the Line: Staying Alive through the Dangers of Leading 5.0 out of 5 stars (2) �15.69
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1 of 1 people found the following review helpful:

5.0 out of 5 stars "Staying in the game"...and then winning it, 10 Feb 2006

By	Robert Morris (Dallas, Texas) - See all my reviews (TOP 100 REVIEWER) (REAL NAME)

Those who read Heifetz's previously published Leadership Without Easy Answers will be interested to know that the final section in that brilliant book ("Staying Alive") led to the development of this book which Heifetz co-authored with Linsky. "We wanted this second book to be more focused, more practical, and more personal. We hope this book will be accessible, eminently usable, and inspiring in your life and work." The material is presented within three Parts: The Challenge (which explains "why leadership is so dangerous and how people get taken out of the game"), The Response (which provides "a series of action steps designed to reduce the risk of getting pushed aside"), and Body and Soul ("which discusses "ways that people contribute to their own demise"), followed by a Notes section filled with especially informative annotations. Pogo once said "we have met the enemy and he is us." More often than not, I think that is true. I also think that most human limits are self-imposed. That is probably what Henry Ford had in mind when he observed "Whether you think you can or think you can't, you're right."

According to Heifetz and Linsky, "To lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what people hold dear -- their daily habits, tools, loyalties, and ways of thinking -- with more to offer perhaps than a possibility. Moreover, leadership often means exceeding the authority you are given to tackle the challenge at hand. People push back when you disturb the personal and institution equilibrium they know. And people resist in all kinds of creative and unexpected ways that can get you taken out of the game: pushed aside, undermined, or eliminated." Throughout human history, most of the greatest leaders were "eliminated" precisely because they were perceived to be intolerable threats to what James O'Toole calls "the ideology of comfort and the tyranny of custom." Draw up a list of the 10-15 greatest leaders in history. How many of them died of natural causes? On my own list, only Winston Churchill and he was twice voted out of office amidst ridicule and even contempt. One of this book's greatest value-added benefits is the brief summary of key ideas which concludes each chapter. I strongly recommend that the book be re-read within 2-3 weeks; also, that at least the chapter summaries be reviewed weekly thereafter.

It is important to understand that Heifetz and Linsky view the subject of leadership in a much wider and deeper context than one normally encounters in a business book. Consider these brief remarks with which they conclude: " Opportunities for leadership are available to you, and to us, every day. But putting yourself on the line is difficult work, for the dangers are real. Yet the work has nobility and the benefits, for you and for those around you, are beyond measure. We have written this book out of admiration and respect for you and your passion. We hope that the words on these pages have provided both practical advice and inspiration; and that you have better means now to lead., protect yourself, and keep your spirit alive. May you enjoy with a full heart the fruits of your labor. The world needs you."

Those who share my high regard for this book are urged to read Heifetz's previous book, Leadership Without Easy Answers. Also David Maister's Practice What You Preach, James O'Toole's Leading Change, and Larry Bossidy and Ram Charan's Execution: The Discipline of Getting Things Done.

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1 of 1 people found the following review helpful:

5.0 out of 5 stars Packed with Knowledge!, 21 Jul 2005

By	Rolf Dobelli "getAbstract.com" (Switzerland) - See all my reviews (TOP 50 REVIEWER) (REAL NAME)

Leadership isn't easy. The best leaders force their followers to face unpleasant realities and then figure out the solutions for themselves. That's why leadership is so risky, argue Ronald A. Heifetz and Marty Linsky in this engaging tome. The authors analyze the successes and failures of leaders ranging from Yitzhak Rabin to Bill Clinton, with stops along the way to examine the leadership styles of former Coca-Cola CEO M. Douglas Ivester and NBA coach Phil Jackson. At times, the authors' rules of thumb seem too general. Yet, their real-world examples blend well with their leadership theory to present a useful guide to leadership. We recommend this excellent book to anyone facing a difficult leadership situation.

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